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Tech, Strategy, and other interesting things by Roberto Zoiaby Roberto Zoia

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Facebook, la empresa de publicidad

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Facebook hace dinero recolectando información sobre sus usuarios y vendiéndola como publicidad cuidadosamente segmentada. El 2019, Facebook tuvo ingresos por 55,838 millones de dólares, de los cuales el 98% fueron por venta de publicidad (55,838 millones). Si usar Facebook es gratis, no es porque Facebook sea una empresa generosa, sino porque nosotros somos el producto.

El identifier for advertisers es una característica de iOS que, cuando está habilitada, permite que las aplicaciones recolecten nuestros datos de uso de apps y websites. Es una característica clave para Facebook y sus partners, cuyo modelo de negocio es recolectar data sobre los usuarios y venderla de un modo altamente segmentado en forma de publicidad. Apple ha anunciado que en una próxima versión del iOS 14, cualquier aplicación que recolecte datos de uso, tendrá que contar con el permiso explícito del usuario.

Las opciones por defecto son importantes1. Solo un pequeño número de usuarios se sumerge en la configuración de su iPhone y cambia la configuración por defecto de recolección de datos para avisaje. Facebook sabe que si la nueva configuración por defecto de iOS es no permitir la recolección de datos, pocos cambiarán esa opción.

Facebook ha reaccionado montando una campaña en la que acusa a Apple de atentar contra la libertad. ¿Alguien piensa que a Facebook le preocupa la libertad de sus usuarios? Cuando en unas semanas tu iPhone te pregunte si deseas permitir que Facebook monitoree tu uso del teléfono y recolecte tus datos, ¿contestarás que sí?

  1. cfr Johnson and Goldstein (2004), Default and Donation Decisions. ↩

Control and high-margin products in a commoditized industry

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Great piece from John Grubber about Apple’s keynote in last week’s WWDC.

Among other things, he reflects about how Apple’s device-centric approach and owning platform, devices, and services allows them to compete with high-margin products in a commoditized industry, and offer a seamless experience across Apple their devices that is unparalleled in the industry.

It’s all about control.

Another interesting reflection he makes is how Apple is improving it’s internal operational efficiency.

The Business of Changing People

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Seth Godin, talking about the need of business to change their clients:

You can understand Apple Computer if you understand them as a company who wants to give their customers better taste.

Apple is organized around the idea that you show up, and after you leave, you can’t use their competition, because their competition seems tacky, because their competition doesn’t seem elegant, because their competition doesn’t seem as powerful.

They have changed you. They have changed your preception of typography. They have changed what it means to walk into a retail establishment. That change is what they do for a living.

(The Modern Marketing Workshop, the Action Theory of Marketing (Emotions, Change, Alert, Share).)

A New Market Disruption

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Asymco’s Horace Dediu commenting on The Globe and Mail’s article Inside the fall of Blackberry: How the smartphone inventor failed to adapt:

The iPhone was not a low-end disruption. It was exactly the opposite. The BlackBerry and the Nokia products were striving for the low end. They observed the discipline of constrained resources. They were expanding into emerging markets. They watched every fraction of a penny on the bill of materials. The low end was manna for the whole industry. Even Microsoft with Windows Mobile was better positioned for the low end than Apple.

Instead, what Apple did was unthinkable. It entered with a high end product. It even promoted its high price ($500, subsidized!) This is why it was laughed at.

Theirs was “the Mac in a phone” idea. The reason it worked was that it was not a phone. The reason it worked is because it was the hardest disruption to spot:

A new market disruption